Best Practices in Catholic Church Ministry Performance by Charles Zech, James H. Alphen, Christopher Anderson, John

By Charles Zech, James H. Alphen, Christopher Anderson, John Rev. Beal, Lisa R. Berlinger, David DeLambo, Seton Hall University, Deacon Justin Green, Daniel Koys, Most Reverend Donald W. Wuerl, Charles E. Zech

The Church isn't a company, however it does have a stewardship accountability to make sure that all of its assets are used as successfully as attainable to hold out God's paintings on the earth. in relation to human source resources, strong stewardship includes helping these engaged in ministry (whether clerical or lay) to accomplish their maximum strength in the course of the a number of parts of functionality administration, together with functionality evaluate. This distinct assortment brings jointly either students and practitioners who take on the difficult questions concerning the functionality administration of lay Church employees and clergy (priests and deacons). functionality administration is multi-faceted, starting from matters approximately hiring, activity descriptions, functionality standards, functionality appraisal, formation, and firing tactics. As a charitable association, the Church is topic to a similar civil legislations employment rules as businesses within the inner most region. individuals reveal that Canon legislations and Church culture helps the functionality administration of Church ministers (including clergy). this can be a useful source for courses in church ministry, pastoral management, and within the rising box of church administration.

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Rather than using the entire performance period, some people restrict their judgments to first impressions (primacy error) or to recent impressions (recency error). Rather than using the full range of an evaluation scale, some people use only the scale’s high end (leniency error), some use only the scale’s low end (severity error), and some use only the middle of the scale (central tendency error). Another set of errors involves conscious or unconscious biases. Halo errors and horns errors occur when evaluators let their positive (or negative) judgments on one performance criterion bias their judgments on the other performance criteria.

16. Garrison Keiler on NPR radio. 28 Daniel Koys 17. Zenobia Fox, “A Post-Vatican II Phenomenon: Lay Ministers: A Critical Three Dimensional Study,” unpublished dissertation, Fordham University, 1986, 204–205. 18. The courts grant exceptions to the prohibition of religious-based discrimination when it comes to religious organizations. 19. ” 20. Mathis and Jackson, Human Resource Management, 354–357. 21. Mike Svach, personal communication, 2007. 22. John Ivancevich, Peter Lorenzi, Steven Skinner, and Philip Crosby, Management Quality and Competitiveness (Burr Ridge, IL: Irwin, 1994), 529.

However, in performance appraisal, the evaluators have to play both roles. If someone cannot accept this role conflict, he or she should not be an evaluator. Avoid Evaluation Errors There are several common errors that people make when they evaluate others. One set of errors results in a restriction of the evaluator’s range of judgments. Rather than using the entire performance period, some people restrict their judgments to first impressions (primacy error) or to recent impressions (recency error).

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